External and internal risk management requirements are becoming increasingly complex and intrusive, while the demand for more comprehensive and actionable governance, risk and compliance (GRC) information continues to increase:

Managing risk in silos across different functions, processes, methods and infrastructure cannot keep up with these requirements

Risk management has become a growing operational and financial burden, limiting the organizations’ ability to keep pace with essential business growth and transformational initiatives.

Governance improves the alignment of risk activities to the strategic objectives of the business. Governance activities enable clearer accountability and reporting, increase visibility of the risks that matter most to the organization, and enhance decision-making processes:

Setting the business strategy and objectives

Establishing the organization’s culture and values

Defining the roles and responsibilities of risk governance bodies

Determining risk appetite

Setting standards and policies

Risk management embeds risk activities into business functions and processes and helps to ensure optimization across the enterprise. The following activities allow the performance of predictive analytics to correlate driver-based performance management and identify trends and anomalies for rapid response:

Identifying and assessing risk that affect the organizations’ ability to achieve business objectives

Determining risk response strategies

Defining control activities

Compliance facilitates controls and processes to meet regulatory and business requirements. The following activities integrate automated controls measures and continuous monitoring into the transactional processing cycle, resulting in transparency of risk and controls and the elimination of transactions “at risk”:

Testing adherence to control activities, policies, standards and commitments

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